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MGMT2102 MANAGING ACROSS CULTURES
Course Outline Semester 2, 2015
Part A: Course-Specific Information
Please consult Part B for key information on UNSW Business School policies (including those on plagiarism and special consideration), student responsibilities and student support services.
UNSW Business School School of Management
MGMT2102 – Managing Across Cultures Page1
PART A: COURSE-SPECIFIC INFORMATION
1. Lecturer in charge Sally Anne Gaunt
Level 5, West Lobby, UNSW Business School
Phone: (0405) 814-906
sallyanne.gaunt@unsw.edu.au
Consultation: by appointment
Tutorial staff
Tutor
Contact details
Sally Anne Gaunt
sallyanne.gaunt@unsw.edu.au
Shanil Samarakoon
shanil.samarakoon@gmail.com
Please feel free to contact us using the above details, but note that the preferred method of
contact is by e-mail, or in person, by setting up a consultation appointment.
We will also be using Blackboard, which will give all students access to lecture notes,
assignments, readings and other information associated with the course. Please check the
website for updated information on a regular basis. The specific system will be covered in the
first few lectures. Please also ensure you check your e-mail as this is where
announcements will be sent.
2. Course details
2.1 Teaching times
Lecture Mon 9.00-11:00- 12 lectures starting in week 1
Tutorials Run on Mondays and Tuesdays. Final times will be given in Week 1 12
tutorials starting in week 1
2.2 Units of credit:
The course is worth 6 units of credit.
There is no parallel teaching with post graduate courses
2.3 Summary of course MGMT2102 is designed to help students develop knowledge, skills and approaches to
managing across borders and cultures. Not only does it look at a range of enterprises
throughout the developed and developing world, but also at the way newcomers to the global
stage manage strategic and inter-personal aspects of the move from the domestic environment.
The focus is on the behaviour of those whose reach is both international and cross cultural in
character - these days a volatile sphere, thanks to changes in information technology.
MGMT2102 – Managing Across Cultures Page2
MGMT2102 describes what students will need in designing strategies that work in an
international context, including how to go about conducting cross-cultural interactions, as well
as managing any day-to-day operations.
2.4 Course aims and relationship to other courses
MGMT2102 is designed to provide students with better approaches to managing in a cross-
cultural context. It will advance students’ skills by setting standards for effective practice and by
adding substantially to their knowledge of cross-cultural management as part of a global
environment. Ultimately, it will strengthen student’s performance by calling on their own
behavioural reflection. It is a chance to forge a stronger professional presence.
Students will experience a small overlap with other subjects such as MGMT1101-Global
Business Environment, MGMT2101-International Business and Multinational Operations;
however the focus of MGMT2102 will be directed at cultural business behaviour and
management. Courses such as MGMT1001-Managing Organisations & People, MGMT1002-
Managing Organisational Behaviour and MGMT2002-Managing Business Communication
provide an excellent setting of introductory information where MGMT2102 will give greater
expansion. Other subjects where there may be a small overlap include MGMT2105-East Asian
Business Enterprise, MGMT3102-Asia Pacific Business, and STRE3101-International Business
Strategy.
2.5 Student learning outcomes
The Learning Outcomes in this course also help you to achieve some of the overall Program
Learning Goals and Outcomes for all undergraduate students in the UNSW Business School.
Program Learning Goals are what we want you to BE or HAVE by the time you successfully
complete your degree (e.g. ‘be an effective team player’). You demonstrate this by achieving
specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g.
‘participate collaboratively and responsibly in teams’).
1. Knowledge: Our graduates will have in-depth disciplinary knowledge applicable in
local and global contexts.
You should be able to select and apply disciplinary knowledge to business situations in a local
and global environment.
2. Critical thinking and problem solving: Our graduates will be critical thinkers and
effective problem solvers.
You should be able to identify and research issues in business situations, analyse the issues,
and propose appropriate and well-justified solutions.
3. Communication: Our graduates will be effective professional communicators.
You should be able to:
a. Prepare written documents that are clear and concise, using appropriate style and
presentation for the intended audience, purpose and context, and
b. Prepare and deliver oral presentations that are clear, focused, well-structured, and
delivered in a professional manner.
4. Teamwork: Our graduates will be effective team participants.
MGMT2102 – Managing Across Cultures Page3
You should be able to participate collaboratively and responsibly in teams, and reflect on your
own teamwork, and on the team’s processes and ability to achieve outcomes.
5. Ethical, social and environmental responsibility: Our graduates will have a sound
awareness of the ethical, social, cultural and environmental implications of business
practice.
You should be able to:
a. Identify and assess ethical, environmental and/or sustainability considerations in
business decision-making and practice, and
b. Identify social and cultural implications of business situations.
This course contributes to your development of the following Business School Graduate
Attributes, which are the qualities, skills and understanding we want you to have by the
completion of your degree.
Program Learning
Goals and Outcomes
Course Learning Outcomes
Course Assessment
Item
This course helps you to achieve the following learning goals for all UNSW Business School undergraduate students:
On successful completion of the course, you should be able to show competency in all the objectives listed below*
This learning outcome will be assessed in the following items:
1
Knowledge
Identify major cultural characteristics,
including communication styles, that
characterize regions, nations,
communities, organizations, groups and
individuals;
Lecture attendance
Proposal
Exams 1
2
Critical thinking and problem solving
Present a range of cultural arguments concerning the need for social responsibility and ethical behaviour in multi-national enterprises
Tutorial Exercises
Proposal
Exam 2
3a
Written communication
Write and present a persuasive argument
Proposal
3b
Oral communication
Communicate ideas in a succinct and clear manner.
Tutorial presentations
Tutorial attendance
4
Teamwork
Work cohesively within a cross cultural
team
Tutorial presentations
Tutorial exercises
MGMT2102 – Managing Across Cultures Page4
5a.
Ethical, environmental and sustainability responsibility
Present a range of cultural arguments
concerning the need for social
responsibility and ethical behaviour in
multi-national enterprises
Lecture
Tutorial exercises
Exam
5b.
Social and cultural awareness
Understand the major culture-based
challenges faced by international
managers (political, legal, economic and
technological);
Lecture
Tutorial exercises
Exams
Presentations
Participation
Proposal
Additional learning objectives include:
Understand a range of tactics used in international negotiation;
Present arguments for adopting particular leadership styles, as well as varying
motivational techniques;
3. Learning and teaching activities
The methodology combines lectures, tutorial exercises, group work, personal reflection and
research. Assignments and reflections comprise a core of data that records your understanding
of the unit as it develops and changes over the term. Some learning will be from peers.
Students are expected to offer their own cultural background as a resource.
The variety of teaching strategies adopted in this class takes into account the fact that different
people have different learning styles. This is why the class format includes:
Lecture (2 hours/week), mostly focused on presenting theoretical concepts, but the actual
lecture will be supported by exercises, video cases, and discussions.
Tutorials (1 hour/week), which includes case studies, real-life examples, and individual or group
tasks which will call upon and stimulate your research skills, self-reflection, and ability
to work with others, along with oral and written communication skills. A detailed course
schedule is attached (pages14 -16)
4. Assessment
4.1 Formal requirements
In order to pass this course, you must achieve a composite mark of at least 50% and submit all
assessment components, as outlined below.
MGMT2102 – Managing Across Cultures Page5
4.2 Assessment details
Exam 1
Exam 2
20%
20%
Week 11
Week 13 Case study analysis presentation Case study analysis proposal
Peer Reviewed movies
Participation/teamwork/reflection
Total
15%
20%
5%
20%
100%
Please see dates specified on pages 14-16 Please see submission dates on pages 14-16 Date determined by group (Weeks 4,5) Throughout course
4.3 Assessment format Exam 1 format (1.5 hours long) 20% (individual exercise) The exam will consist of 40 multiple choice questions (0.5% each). The exam questions will
cover mainly theoretical concepts discussed in lectures and tutorials preceding the exam,
however it is important to note there will also be a question based on each of the
following readings and textbook case studies
Case studies:
Budde-Sung, A 2013, Dilemmas in working across cultures: Arun in a conundrum:
(Eds.), Asia - Pacific Business Cases Dynamics of International Business 3-13.
Melbourne Cambridge University Press
Ross, P. K. 2013. AWB and the Iraqi Oil-for-Food scandal: Just a cost of doing
business In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific Business
Cases Dynamics of International Business 3-13. Melbourne Cambridge University
Press
Rivers, C. 2013. Walking the blurry line in China: Negotiating deals and staying out of
jail In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific Business Cases
Dynamics of International Business 15-25. Melbourne Cambridge University Press
Habaradas, R. B. 2013. Preserving paradise: Shell's sustainable development
programs in the Philippines In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia -
Pacific Business Cases Dynamics of International Business 47-59. Melbourne
Cambridge University Press
Qin, C., Ramburuth, P., & Wang, Y. 2013. John Parker's expatriate experiences in
China In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific Business
Cases Dynamics of International Business 137-144. Melbourne Cambridge
University Press
Gaunt, S. A., & Caprar, D. V. 2013. Losing touch with the context: The story of Ravinaki
Resort in Fiji. In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia - Pacific
MGMT2102 – Managing Across Cultures Page6
Business Cases Dynamics of International Business 37-46. Melbourne Cambridge
University Press
Hsu, S.-w., Farquharson, M., &Ortenblad, A. 2013. Foxconn: The complexity of quality
control in a Chinese context In P. Ramburuth, C. Stranger, & M. Serapio (Eds.), Asia -
Pacific Business Cases Dynamics of International Business 170-176. Melbourne
Cambridge University Press
Readings
Hofstede, G. 1994. The business of international business is culture. International
Business Review, 3(1): 1-14.
Sebenius, JK 2002, 'The Hidden Challenge of CROSS-BORDER NEGOTIATIONS',
Harvard Business Review, vol. 80, no. 3, pp.76-85
Kusyk, S 2010, 'Learning to Navigate the Rough Seas of Ethics', Harvard Business
Review
Paine, LS, Deshpande, R, Margolis, JD &Bettcher, KE 2005, 'Up to Code: Does Your
Company's Conduct Meet World-Class Standards', Harvard Business Review
Black, J. S., &Gregersen, H. 1999. The Right Way to Manage Expats Harvard Business
Review(March-April).
Stephen Green, HF, Immelt Jeffrey, Marks Michael , and Meiland Daniel 2003, 'In
Search of Global Leaders', Harvard Business Review
Govindarajan, V & Gupta, AK 2001, 'Building an Effective Global Business Team',
Harvard Business Review
Alon, I & Higgins, JM 2005, 'Global Leadership Success Through Emotional and
Cultural Intelligences', Harvard Business Review
Exam 2 format (1.5 hours long) 20% (individual exercise)
1. A question based on a case study submitted one week prior to the exam
2. The exam will be held in week 13 at 9.00 in the lecture theatre.
Team based assessments
There are two team based assessments and students can choose who they wish to work with.
Your team will be required to complete 2 exercises i.e. the Peer reviewed movies 5% and the
Case study presentation 15%. We strongly advise that each team comprises of at least 2
different nationalities (if you do not have a diverse team it will be very difficult to complete
your exam reflection exercise). There must be 6 teams in each tutorial consisting of no more
than 5 people.
Peer reviewed movies (team exercise) 5%
Each team will be handed by the tutor, one of the Groups of cultural dimension listed below.
Your team will then make comparisons via these dimensions with two very different selected
countries (the countries will be the team’s choice and should be contrasting against the given
dimension). The task is to make a movie that is not longer than 5 minutes that will help prepare
your peers for an expatriate post from one country to the other. Your team will decide which the
‘home’ country is and which the ‘host’ country is. It is your job to enlighten your peers on what to
expect and how to behave in their new environment.
You may choose any 2 countries in the world, except your own country and those countries
covered in the case studies i.e. China, Colombia, Iraq, Australia, Fiji, Philippines and the United
MGMT2102 – Managing Across Cultures Page7
States as well any country already chosen by any other team in your tutorial group. Further
details will be supplied by your tutor.
Your peers will be asked to evaluate your presentation based of the following criteria:
How helpful was the presentation in understanding how to manage different cultures in
relation to the situation stated?
Was the content presented in an engaging, creative, interactive and timely manner?
Groups
Group 1 wk 4 Hofstede’s masculinity index and how this would help an expatriate motivate
and give feedback
Group 2 wk 4 Hofstede’s long-term versus short-term and how this will help an expatriate
negotiate
Group 3 wk 4 Hall’s high versus low context and how this will help an expatriate communicate
Group 4 wk 5 Hofstede’s uncertainty avoidance and how it would help an expatriate instigate
change
Group 5 wk 5 Trompenaars’ specific versus diffuse and how this will help an expatriate
understand a new environment
Group 6 wk 5 Trompenaars’ internal versus external locus of control and how it would help an
expatriate who is faced with the needs of an indigenous community
Case analysis (team and individual exercises) total of 35%
In the same teams as for the peer reviewed exercise, please select one of the following case
studies for analysis. It is important to note that all case studies must be covered in each tutorial
group, therefore, your tutor will nominate the cases on a first come first served bases.
Proposal (Individual exercise) 20%
Based on the case-study your group has chosen, place yourself in the position of an external
consultant who has researched the case. Write a proposal of no more than 800 words giving:
A summary of the case study which includes who the key stakeholders are and give an
explanation of the company’s business problem
An analysis using theories covered in lectures, tutorials, readings, and other relevant
information including key data from the case study and other relevant recent events. It
is important that theory is related directly to case-study examples
Workable recommendations including commercial benefits
You will also be marked on your ability to:
Structure your proposal correctly
Use proficient business style English
Correctly reference your work
MGMT2102 – Managing Across Cultures Page8
This exercise must be conducted individually and submitted as a ‘Microsoft Word document’ on
Turnitin no later than Monday midnight on the date given on pages 14 - 16. Please leave at
least 1.5 spaces and use no less than 12pt font size. Finally please ensure you include a
Harvard style reference list (this is additional to your 800 word limit) and Harvard style in text
referencing. Further information about the marking format for this exercise can be found on
page 12
Your grade will automatically increase by 2% as long as you complete the self-assessment
segment required when submitting your proposal and are within a plus or minus 5% of the
assessors mark
UNSW Business School Harvard in text referencing style must be used for this assignment
Group case studies
AWB and the Iraqi Oil-for-Food scandal: Just a cost of doing business
Walking the blurry line in China: Negotiating deals and staying out of jail
Preserving paradise: Shell's sustainable development programs in the Philippines
John P`arker's expatriate experiences in China
Losing touch with the context: The story of Ravinaki Resort in Fiji.
Foxconn: The complexity of quality control in a Chinese context
Case study presentation (team task) 15%
In your teams, prepare and deliver a 15 minute presentation using PowerPoint on what you
consider are the cultural management issues covered in your case study.
Your presentation should include the following:
A summary of the case study which includes who the key stakeholders are and gives
an explanation of the company’s business problem
An analysis using theories covered in lectures, tutorials, readings, and other relevant
information including key data from the case study and other relevant recent events. It
is important that theory is related directly to case-study examples
Workable recommendations including commercial benefits
You will also be marked on your ability to:
Hold your audience’s attention via an engaging and well-structured presentation
Answer questions raised by your tutor and peers
For further information please see page 13
Participation/team/reflection 20%
1 mark will be given for attending each lecture and tutorial in weeks 4-8 inclusive: (total
of 10 marks)
Up to 2 marks can be gained from each reflection exercise (total of 6 marks)
The remaining 4 marks are at the tutor/lecturers discretion. Staff will give these marks
based on their observation of student’s behavior. An example of this is Co-operation in
forming culturally diverse teams
MGMT2102 – Managing Across Cultures Page9
N.B Reflection Papers must be submitted before 12.00 midday on the Monday requested
(please see pages 14 -16)
4.4. Assignment submission procedure
MGMT2102 use both the ReView’’ and ‘Turnitin systems. The course staff will specify the exact
system to be used for each assessment criteria
4.5 Late submissions
Late work will be penalised at the rate of 5 percentage points per “week day” (per 24 hours of the weekday or part thereof). Assessed work will not be accepted for the award of a mark if it is more than five ‘weekdays’ late. 4.6 Marks
HD 85-100 Student demonstrates outstanding subject mastery
DN: 75-84 Demonstration of very strong subject understanding
CR: 65-74 Sound and clear above average quality of work
PS: 50-64 Basic understanding of subject matter
FL: <50 Quality of work fails to show the student has fundamental subject knowledge
5.0 Course resources
2013. Asia-Pacific Business Cases Dynamics of International Business Melbourne: Cambridge University Press
Recommended Journals
The Economist
Financial Times
Harvard Business Review
International Business Review
International Journal of Cross-Cultural Management
Journal of Business Ethics
Journal of International Business Studies
Journal of World Business
Management International Review
The International Journal of Human Resource Management
Quality Assurance
UNSW Business School is actively monitoring student learning and quality of the student
experience in all its programs. A random selection of completed assessment tasks may be
used for quality assurance, such as to determine the extent to which program learning goals
are being achieved. The information is required for accreditation purposes, and aggregated
findings will be used to inform changes aimed at improving the quality of UNSW Business
School programs. All material used for such processes will be treated as confidential and will
not be related to course grades.
MGMT2102 – Managing Across Cultures Page10
Recommended Websites
www.europa.eu European Union
www.apecsec.org.sg Asia-Pacific Economic Cooperation
www.austrade.gov.au Australian Trade Commission
www.cia.gov/library/publications/the-world-factbook/index.html The World Fact book (CIA)
www.geert-hofstede.com Hofstede’s Cultural Dimensions
www.ifg.org International Forum on Globalization
www.imf.org International Monetary Fund
6. Course Evaluation and Development
We will be asking all students to complete CATEI – (Course and Teaching Evaluation) for the
lecture and tutorial attended in week 11. Further feedback can be given at
www.unsw.edu.au/learning/pve/catei.html).
We are always interested to hear student suggestions and believe such feedback can greatly
enhance the design of our course, so we welcome both formal and informal input throughout
the semester.
MGMT2102 – Managing Across Cultures Page11
ASSESSMENT CRITERIA FOR MARKING CASE STUDY PROPOSAL
Criteria FL PS CR DN HD
A summary of the case study which includes who
the key stakeholders are and gives an explanation
of the company’s business problem (5%)
An analysis using theories covered in lectures,
tutorials, readings, and other relevant information
including key data from the case study and other
relevant recent events. It is important that theory is
related directly to case-study examples (5%)
Workable recommendations including commercial
benefits (5%)
Referencing, quality of writing and structure of
proposal (5%)
MGMT2102 – Managing Across Cultures Page12
ASSESSMENT CRITERIA FOR MARKING CASE STUDY PRESENTATION
Criteria FL PS CR DN HD
A summary of the case study which includes who
the key stakeholders are and gives an explanation
of the company’s business problem (3%)
An analysis using theories covered in lectures,
tutorials, readings, and other relevant information
including key data from the case study and other
relevant recent events. It is important that theory is
related directly to case-study examples (3%)
Workable recommendations including commercial
benefits (3%)
The team’s ability to hold their audience’s attention
via an engaging and well-structured presentation
(3%)
Research and ability to answer questions asked by
tutor and peers (3%)
Total _____________ 15%
MGMT2102 – Managing Across Cultures Page13
Course structure
Date
Week 1
Lecture: Introduction to the course
Tutorial: Forming teams (please make sure you attend)
27 July
Week 2
Lecture: Understanding the role of culture/subculture
Tutorial: Hofstede’s power distance and individualism
Reading: Hofstede, G. 1994. The business of international business is culture International
Business Review, 3(1): 1-14.
Participation: Lecturer and tutors’ discretion
3 Aug
Week 3
Lecture: Developing a global management team
Tutorial: Story boards
Reading: Govindarajan, V & Gupta, AK 2001, 'Building an Effective Global Business Team',
Harvard Business Review
Participation: Lecturer and tutors’ discretion
10 Aug
Week 4
Lecture: Communicating and decision making across cultures
Tutorial: Group 1,2 and 3 peer reviewed movie presentations
Submission:
Reflection paper 1 Can be completed in lecture (submitted to Turnitin)
Group1,2 and 3’s storyboards (collected by tutor in tutorial)
Readings: Sebenius, JK 2002, 'The Hidden Challenge of CROSS-BORDER NEGOTIATIONS',
Harvard Business Review, vol. 80, no. 3, pp.76-85
Participation: Marked for both lecture and tutorial
17 Aug
Week 5
Lecture: Negotiation across cultures and dealing with gifts and bribery
Tutorial: Group 4 5 and 6 peer reviewed movie presentations
Submissions: Group 4,5 and 6’s storyboards (collected by tutor in tutorial)
Reading: Kusyk, S 2010, 'Learning to Navigate the Rough Seas of Ethics', Harvard Business
Review
Participation: Marked for both lecture and tutorial
24 Aug
Week 6
Lecture: Corporate social responsibility / working with indigenous and disadvantaged
communities
Tutorial: Proposal writing preparation
Submissions: Reflection exercise 2 (can be completed in the lecture – submitted to Turnitin)
Reading: Paine, LS, Deshpande, R, Margolis, JD & Bettcher, KE 2005, 'Up to Code: Does Your
Company's Conduct Meet World-Class Standards', Harvard Business Review
Participation: Marked for both lecture and tutorial
31 Aug
MGMT2102 – Managing Across Cultures Page14
Week 7
Lecture: International human resource management
Tutorial: Expatriate debate
Submissions: Proposals (To be submitted to Turnitin with self-assessment via Review)
Walking the blurry line in China: Negotiating deals and staying out of jail’
The Iraqi Oil-for-Food scandal
Reading Black, J. S., & Gregersen, H. 1999. The Right Way to Manage Expats Harvard
Business Review (March-April).
Participation: Marked for both lecture and tutorial
7 Sept
Week 8
Lecture: Motivation and management across borders
Tutorial: Negotiation game
Submissions:
Reflection exercise 3 (can be completed in the lecture – submitted to Turnitin)
Proposals: (To be submitted to Turnitin with self-assessment via Review)
Shell's sustainable development programs in the Philippines
Foxconn: The complexity of quality control in a Chinese context
Reading: Alon, I & Higgins, JM 2005, 'Global Leadership Success Through Emotional and
Cultural Intelligences', Harvard Business Review
Participation: Marked for both lecture and tutorial
14 Sept
Week 9
Lecture: Revision
Tutorial: Student presentations:
Walking the blurry line in China: Negotiating deals and staying out of jail’
The Iraqi Oil-for-Food scandal
Submissions: Proposals: (To be submitted to Turnitin with self-assessment via Review)
Losing touch with the context story of Ravinaki Resort in Fiji
John Parker expatriate experience
Participation: Lecturer and tutors’ discretion
21 Sept
Mid semester break
Week 10
No lecture (bank holiday)
Tutorial: students in Monday’s tutorials may attend an optional Tuesday tutorial in preparation
for Exam 1
5 Oct
Week 11
Lecture: Exam 1
Tutorial: Student presentations:
Shell's sustainable development programs in the Philippines
Foxconn: The complexity of quality control in a Chinese context
Participation: Lecturer and tutors’ discretion
11 Oct
MGMT2102 – Managing Across Cultures Page15
Week 12
Lecture: Experiential examples in preparation or Exam 2
Tutorial: Student presentations:
Losing touch with the context story of Ravinaki Resort in Fiji
John Parker expatriate experience
Participation: Lecturer and tutors’ discretion
19 Oct
Week 13
Exam 2 (in lecture theatre)
No Tutorial
26 Oct
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